Leadership often assumes the strategy has landed because it's been presented. The deck went out. The town hall happened. The plan is on the wall.
But strategy only moves when people move with it — and people only move when they understand it, see their part in it, and care enough to carry it. Without that, even a strong strategy turns into background noise that competes with everything else on their plate.
The work is to close that gap deliberately: aligning managers, building the rituals that translate direction into daily decisions, and giving teams a reason to own the outcome. That's when engagement stops being a survey result and starts showing up in execution.